How HR can kindle organizational transformationHow HR can kindle organizational transformationHow HR can kindle organizational transformationHow HR can kindle organizational transformation
    • Our Expertise
      • Increase Effectiveness
      • Align & Focus
      • Agile Leaders
      • Autonomous Teams
    • Our Insights
    • Our Offer
    • Our Agile Trainings
    • About Us
      • Our Achievements
      • Contact Us
      • Sign up to our newsletter
    • 4 Pillars
    • Academy for Agile Coaches
    0

    0 ₫

    • Academy Login

    How HR can kindle organizational transformation

    • Home
    • Insights
    • Organizational Alignment Organizational Agile
    • How HR can kindle organizational transformation
    Published by Marco Passuello on July 24, 2021

    For some time now it’s been going on – the shift towards more agile, nimble companies that can change quickly and adapt to the ever-changing environment that we live in. Organizations that don’t manage to make the shift will slowly get weaker and die and the ones that manage to transform into a new culture and structure, more adapted to the needs of today’s and tomorrow’s participation economy, will survive and flourish.

    The small and medium-sized companies can manage the shift quite straightforward, since they have fewer top-down structures that hinder people from realizing their potential. The problem starts when the companies get bigger and more complex, with systems, processes, and structures that cannot easily be changed. You can try to change one department (often functional) of the company, but the concern remains in another and since all parts depend on each other, the brave department that initiated the change, will soon be forced to give up and return to the old structure, like a rubber ball.

    But there is one functional department in most large organizations that can affect all the other parts at the same time: Central group HR. They control in most large companies:

    • Leadership programs & development
    • Change management
    • Organizational development
    • Employee engagement and retention
    • People development & learning
    • Reward strategy and bonus systems
    • Talent acquisition
    • Long-term workforce management

    All the above areas cut through the whole organization and are the processes that can support or stop the change to a more agile future. And it all depends on HOW we work with these processes and programs. You can develop them in a way that will limit performance and engagement, OR you can choose another, more agile way of working with these areas, where you optimize performance and employee satisfaction.

    It’s all about the people, the relationships, and the system in which the people live and work. If we can give the right prerequisites to people, they will take care of the rest.

    If you want to learn more and hear from live experiences, please register to our event “From traditional to modern: The role of HR in Agile organizations“.

    Where can HR start from?

    Two main perspectives, on one side, focus on increasing agility on how the HR team works and revisit the HR best practices that have been crystallized over the years. But first of all HR folks need to start setting their mindset in the right direction.

    Mindset as described by the book of Carol Dweck can be expressed as a continuum between fixed and growth. Each of us can practice applying a growth mindset in our approach to everyday life events and our social interactions. But how can we scale this shift in mindset for entire teams or, even, entire organizations?

    Here is where Agile offers HR practitioners a framework of values and principles that we can use as guidelines to infuse the correct mindsets in the way HR teams (and others) work, in the decisions they make, and in the products they develop to serve the organization.

    Principle 1

    Agile People are curious and collaborate to create awesome value and innovative solutions that meet human needs (Engagement, Innovation, Curiosity)

    This principle highlights how HR practices should be driven by co-creation and innovation rather than being developed in an airtight environment from what the rest of the organization is living and breathing. From the principle, we can derive three main values that should inform our behaviors and decision-making.

    Principle 2

    Agile People actively embrace diversity and inclusion to create communities where people feel safe and truly belong (Diversity, Safety, Belonging)

    Psychological safety is a critical component in developing business agility and empowering people to make decisions. HR should focus on building these safe environments and provided a sense of belonging to the community in each member. Communities can be several within a single organization and should not be confused with the concept of teams.

    Principle 3

    Agile People connect deeply with individuals, businesses, and society to create a culture where human ability is nurtured, valued, and unleashed (Culture, Connection, Humanity, Focus on broader society)

    HR should focus on creating human connections by architecting communication networks, designing organizations that go beyond functional departments. There should also be a connection between what individuals do in their work and value-added for the broader society, and people are able to express their true nature at work. The goal here is to eliminate constraints rather than building an ever-growing number of rules.

    Principle 4

    Agile People continuously pursue meaning and purpose in life to create a positive and significant impact in the world of work(Purpose, Meaning)**

    Most organizations have a pretty clear vision and mission statements coming from the CXO room. Where HR can help more is to support all people to find their own purpose, so that they can find their meaning in working towards the company mission. Understanding what moves us, what are our basic desires and aligning our daily lives to them should be on the front page of every “culture book”.

    Principle 5

    Agile People actively seek opportunities to experiment and learn to adapt fast and thrive in a changing environment (Adaptability, Experimentation)

    Innovation starts from “trial and error” in a safe and controlled environment. Beyond establishing a culture of psychological safety, HR is responsible for building structures, processes, and space for people to experiment with new things as individuals or teams. Most traditional HR practices are actually envisioned to achieve the exact opposite outcome by focusing on scientific evidence that predicts human behavior. The same evidence-based approach should be used to create new practices that incentivize adaptable and experimental behaviors.

    Principle 6

    Agile People promote transparency across organizations and teams to enable trust, ownership, and self-organization (Transparency, Commitment, Accountability, Self-organization)

    HR goal should be to create transparent policies and guidelines, rather than making them unnecessarily long and full of details that make the understanding nearly impossible. Similarly, HR should advise other teams on how to build transparent systems on what their commitments and goals are, where do their responsibilities start and end (read the next principle before jumping to conclusions!), and how decision-making can be distributed around the organization, all the way to the individual level.

    Principle 7

    Agile People harness the power of boundary spanning to facilitate proactive collaboration across organizational barriers(Cross-Functional, Collaboration, Communication, Learning)**

    HR practices are architected with the idea that teams must collaborate closely to deliver value to the business, to the point that the concept itself of teams divided by function should be abandoned as fast as possible. The organizational structures the workflows of each team can have a dramatic impact (in positive or negative) on the way people communicate and collaborate. It is HR who has the knowledge and skills to build structures that promote learning across teams and facilitate effortless communication between all the different areas of the business.

    Share
    Marco Passuello
    Marco Passuello

    Related posts

    What is Agile? True Agile is rarely visible in it's process
    January 5, 2023

    Agile: More than Just a Framework


    Read more
    men and women having a meeting
    December 5, 2022

    Why You Need to be Agile


    Read more
    April 5, 2022

    How to use Scalar Framing for an Agile Transformation


    Read more

    Leave a Reply Cancel reply

    Your email address will not be published. Required fields are marked *

    Logo semdi solutions

    semdi solutions Co. Ltd.

    Level 14, Saigon Center 1
    65 Le Loi
    Ward Bến Nghé, District 1
    Hồ Chí Minh City

     
    • Contact
    • Imprint
    • Privacy Policy
    semdi solutions, © 2022
      0

      0 ₫

      • Academy Login
      ✕

      Login

      Lost your password?

      We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept All”, you consent to the use of ALL the cookies. However, you may visit "Cookie Settings" to provide a controlled consent.
      Read More about our privacy policy
      Cookie SettingsAccept All
      Manage consent

      Privacy Overview

      This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
      Necessary
      Always Enabled
      Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
      CookieDurationDescription
      _GRECAPTCHA5 months 27 daysThis cookie is set by the Google recaptcha service to identify bots to protect the website against malicious spam attacks.
      cookielawinfo-checkbox-advertisement1 yearSet by the GDPR Cookie Consent plugin, this cookie is used to record the user consent for the cookies in the "Advertisement" category .
      cookielawinfo-checkbox-analytics11 monthsThis cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
      cookielawinfo-checkbox-functional11 monthsThe cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
      cookielawinfo-checkbox-necessary11 monthsThis cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
      cookielawinfo-checkbox-others11 monthsThis cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
      cookielawinfo-checkbox-performance11 monthsThis cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
      viewed_cookie_policy11 monthsThe cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
      Functional
      Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
      CookieDurationDescription
      ppwp_wp_session30 minutesNo description
      Performance
      Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
      Analytics
      Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
      CookieDurationDescription
      _ga2 yearsThe _ga cookie, installed by Google Analytics, calculates visitor, session and campaign data and also keeps track of site usage for the site's analytics report. The cookie stores information anonymously and assigns a randomly generated number to recognize unique visitors.
      _ga_8T1CV8HV5N2 yearsThis cookie is installed by Google Analytics.
      _gat_gtag_UA_28003764_11 minuteSet by Google to distinguish users.
      _gcl_au3 monthsProvided by Google Tag Manager to experiment advertisement efficiency of websites using their services.
      _gid1 dayInstalled by Google Analytics, _gid cookie stores information on how visitors use a website, while also creating an analytics report of the website's performance. Some of the data that are collected include the number of visitors, their source, and the pages they visit anonymously.
      Advertisement
      Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.
      CookieDurationDescription
      test_cookie15 minutesThe test_cookie is set by doubleclick.net and is used to determine if the user's browser supports cookies.
      Others
      Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet.
      SAVE & ACCEPT
      Powered by CookieYes Logo
      Pre-register for our 4 Pillars Guide

      "*" indicates required fields